"This is your last chance. After this, there is no turning back. You take the blue pill – the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill – you stay in Wonderland, and I show you how deep the rabbit-hole goes," says Morpheus to Neo in the movie “The Matrix”. This quote reminds me of the choice we face when dealing with a new product idea: Should we walk away from it, or should we implement it? To help you decide if and how to progress an idea, I have developed the Product Vision Board. In this post, I show how the board can be applied to kick-start the product discovery process and to create a new digital product.
A New Product Idea
I’ve recently had the idea of developing an electronic tool, a digital version of the Product Canvas. The canvas is a multi-dimensional product backlog that allows teams to properly capture the user experience including the user interaction and the user interface design. Since I published the template in July 2012, I have received lots of encouraging feedback. Some people suggested an electronic version, and Johan Steenkamp started to work on a free, web-based product canvas as part of his Business Model Fiddle.
After loosely collaborating with Johan for a couple of months, I was wondering if I should offer an enhanced digital canvas myself. To help me make the right choice, I created a vision board for a new electronic product canvas. But before I introduce the board to you, let me briefly remind you what the vision board is all about.
The Product Vision Board
The product vision board captures the initial ideas and assumptions for a new product, as the following picture illustrates.
The board above describes the overarching vision that guides the product. It states who should use and purchase the product (Target Group), why people would want to use and buy it (Needs), what the key product features are (Product), and why the organisation should invest money in the product (Value).
It’s important to understand that the vision board is intended to initiate the innovation and product discovery process. It does not want to describe the users, the product, and the business model comprehensively or in great detail. It rather captures the critical assumptions, those assumptions that will make or break the product. If you want to capture how the product is monetised together with its business model, then I recommend that you either use the extended version of the vision board or complement the simple version shown above with the Business Model Canvas.
Creating the Initial Product Vision Board
To clarify my thoughts, I sat down and created a new product vision board. While I am a great fan of simple, physical tools, I decided to create an electronic vision board, as I wanted to share the board with Johan who lives in New Zealand, whereas I am based in the UK. Here is the initial product vision board I came up with:
To create the board, I started with the vision statement keeping it intentionally broad. This allows me to follow the vision even if my electronic tool idea turns out to be ill conceived. At the same time, the vision reminds me that the new product is only means to an end: to help organisations create great products.
Next, I recorded my ideas about the users. In addition to product managers and product owners, individuals setting up their own business might find the tool helpful. As I am particularly unsure about this group, I have marked it in italic. I use this convention on the other sections of the board, too.
I then focussed on the user needs formulating them as goals, for instance. Note that I selected one need–being able to work with one shared canvas, rather than listing different ones. This makes it easier to test the need. If you want to state more than one need on your own board, then prioritise them and focus on the most important one.
In the next step, I listed those product features, which I consider believe will help the product stand out. I was careful not state a specific solution such as an iPad app, or a web app. This would be premature at this point in time and narrow down the options too quickly. Before I decide on the product specifics, I want to validate the needs of the target group first. As a consequence, the vision board is likely to change based on the new insights.
Finally, I stated the motivation for my business to invest in a digital canvas. Similarly to the other sections, I have tried to focus on what I believe are the key assumptions and not be tempted to design the business model before I haven’t learned more about the users and their needs. After all, the business model will only work if the needs are met well!
Validating the Product Vision Board
The next step for me is to refine and then validate the board using an iterative process, as the picture below shows.
As the biggest risk is the question if a strong-enough need for an electronic canvas exists, I am planning to conduct a series of problem interviews focussed on the issues product owners and managers experience today when they identify, capture and modify requirements.
Problem interviews focus on the user needs, their goals and pain points rather than the product itself. In fact, it’s a good idea to exclude any product validation form the problem interviews, and not to ask, for instance: “Would this feature be helpful?” There are other research techniques, of course, for instance, observing users, but I am confident that interviews are adequate for now. The interviews will hopefully help me validate my assumptions and allow me to learn more about the users and their needs. This should enable me to narrow down the solution and help me find a viable business model.
As Morpheus puts it: “Welcome to the desert of the real.” For as long as we just assume and hypothesise, we live in a dream world. By testing our ideas, we face reality.